Posted:27-August-2026
A day in the life of Maria Mestre, NIC Local franchisee for Greater Manchester and Yorkshire
Maria Mestre is the NIC Local Regional Director for Greater Manchester and Yorkshire. Her drive, determination and people-first approach have helped her build a thriving business.
Maria has been part of NIC Local for a decade and has developed a strong reputation for mobilising major contracts, building high-performing teams and delivering consistently exceptional service for her clients.
Her journey is one of resilience, ambition and growth, underpinned by a genuine passion for people and relationships.
In her own words, Maria shares how she got started with NIC Local, what it takes to grow and protect a successful business, and why great communication remains at the heart of everything she does.
From project manager to franchise success
I moved to the UK from Portugal 20 years ago to take up a project management role with a company overseeing specialist cleaning requirements for Marks & Spencer.
From there, I moved into cleaning management for hotels, which can be an incredibly demanding environment, as well as motorway service stations. Those roles gave me invaluable experience of managing large, complex client sites and understanding what it takes to deliver consistently high standards.
When I discovered the franchise opportunity with NIC Local, I jumped at the chance. It gave me the opportunity to run my own business while putting all the knowledge and experience I had gained into practice.
Having the backing of a recognised, established brand also opened doors. It gave me a strong foundation for winning new business and meant I could hit the ground running from day one.
Pivoting during the pandemic
When COVID hit and hotels were forced to close, it had a significant impact on my franchise because hospitality was such an important part of my business.
I had to adapt quickly and look for opportunities in other markets, including motorway service areas.
I’ve always preferred managing larger sites. They suit my experience and, because of the way the contracts are structured, I often find them more efficient to manage than lots of smaller clients.
Once again, the NIC Local name and reputation made a real difference. Being part of a recognised nationwide brand gave potential clients confidence in what we could deliver.
Growing through quality and determination
Today, a big part of my role is about investing in my teams, protecting what we’ve already built and constantly looking for the next opportunity.
Recently, we secured the contract for Eureka! The National Children’s Museum in Halifax. It was a major win for the business and gave me even more confidence to pursue similar opportunities.
That momentum helped us secure the cleaning contract for another iconic local venue, The Piece Hall in Halifax, which welcomes huge numbers of visitors and hosts dozens of events every year.
Managing both sites comes with challenges, but that’s exactly the kind of work I love.
From the beginning, I knew I wanted to build towards larger opportunities. My background gave me the confidence to take them on, and I enjoy the responsibility that comes with delivering at that scale.
Retaining clients matters just as much as winning them
Growth is important, but there’s little point in winning new business if you’re not retaining the clients you already have.
Losing a single major contract can undo months of growth and cost hundreds of thousands of pounds in turnover. That’s why I make sure our existing clients receive ongoing attention and reassurance.
For me, it all comes down to relationships. My clients know I’ll always be honest with them. If something isn’t working, I’ll tell them. We talk openly about problems and how we’re going to solve them, and that’s how trust is built.
Even when things become difficult, strong communication means we can work through challenges together.
I believe good communication is the key to everything. There’s no secret formula for succeeding with NIC Local: invest in your relationships and consistently deliver quality.
Putting people first
My teams are everything to the business. They’re the people delivering the service every day, so creating a positive environment for them is incredibly important to me.
We do things like Employee of the Month and team-building activities to recognise people’s contribution and bring everyone together.
I also visit sites personally and, if necessary, I’ll pick up a brush and help out. I think that shows people we’re one team, while also helping me demonstrate the standards I expect.
Even when there are 30 or 40 members of staff, I work hard to maintain those personal connections.
The culture we’ve created has also helped with recruitment and retention. People recommend friends to come and work with us because they enjoy being part of the team.
When you build the right environment, recruitment can start to happen organically.
Support from NIC Local means I’m never alone
My relationship with the franchise support team is fantastic. They’re open-minded, approachable and always willing to help.
My BDM is there whenever I need support solving a problem, which is incredibly reassuring when you’re running your own business.
The wider team listens to feedback, supports us with marketing and is constantly looking for ways to help us improve and grow.
I feel fully supported, whether that’s in running the day-to-day business or winning and retaining client contracts. Having that support behind me makes a huge difference.
Again, it comes back to the importance of strong communication and relationships.
Overcoming challenges is part of running a business
Running a business can sometimes feel lonely because ultimately you’re responsible for making the decisions. But you have to believe in yourself, stay focused and keep moving forward.
One of the hardest challenges is losing a contract. It can take months to recover from something like that, which is why I’m always preparing by looking for the next opportunity.
Large contracts also come with large expectations. If a site leader leaves unexpectedly, for example, I’ll step in and train their replacement myself.
We keep communication channels open, including WhatsApp groups, so everyone stays connected and can support one another when something happens.
If a member of staff leaves today, someone needs to be there tomorrow. There’s no room for complacency because, whatever happens behind the scenes, the service still has to be delivered.
Being a franchisee means owning the outcome
One of the most rewarding things about running my franchise is knowing that every success comes down to the work my team and I have put in.
I work hard because I care deeply about the business and because I know it reflects who I am.
I don’t feel like I’ve done anything particularly special. It’s simply in my personality to keep going, to keep pushing for more and to find a solution when there’s a problem.
To succeed with NIC Local, you need passion and resilience, but you also need to build and maintain strong relationships – with your teams, your clients and head office.
That’s what makes the business work. And it’s what keeps me, my team and the business moving forward every day.
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